Discussion Thread: Introduction to Organizations and Organizational Theory Replies

Chapter 1: Why is shared information so important in a learning organization in comparison to an efficient performance organization? Discuss how an organization’s approach to sharing information may be related to other elements of organization design such as: structure, tasks, strategy, and culture.

Efficient performance organizations maintain a more hierarchical leadership structure, in which information flows downward based on the corporate goals. In these types of organizations, “silos” may be more likely to form due to the unproductive manpower that may occur from heightened collaboration and creativity (Darwin, 2017). By compassion, a learning organization is one that incorporates learning into its core mission and is driven by the information that it can obtain (Darwin, 2017). In this structure, finding creativity and insights are more valued throughout the organization, and leadership is more decentralized to encourage lateral communication (Darwin, 2017).

Therefore, shared communication is much more vital in a learning organization because of the insights that may be generated through the collaboration (Darwin, 2017). A learning organization will be much more willing to facilitate cooperative problem solving from any level within the corporate hierarchy, which would be utilized to drive heightened growth (Darwin, 2017).  Dissimilarly, information in an efficient performance organization may flow down from leadership on a “need to know” basis (Smircich, 2017). Information may not be shared openly in this structure to maximize the efficiency and ensure each member within the organization is solely focused on their individual task (Smircich, 2017).

Such strategies of information sharing can have varied impact on the organizations as a whole. A learning organization may find increased morale among employees, higher growth potential, and an increased level of problem solving throughout the company (Darwin, 2017). Meanwhile, an efficient performance organization may find higher volume of output, better work-life balance for employees, and profit maximization (Smircich, 2017). The structure and flow of information of the organization must be based on the goals and value proposition of the organization.

 

Chapter 1: What are some differences that one might anticipate among the expectations of stakeholder for a nonprofit organization versus a for-profit business? Do you believe nonprofit managers have to pay more attention to stakeholders than business managers?

Nonprofit and for-profit businesses differ in many ways, starting with their core motivations and mission. Although both organizations will consist of mission statements, visions, and operations that reflect those missions and visions; a for-profit business will always operate with the expectations of profitability and monetary gain for the shareholders (Hull, 2006). This will lead to a stronger concentration on its competitive advantage and overall company growth (Hull, 2006). Meanwhile, a nonprofit organization is driven by its charter and greater undertaking to benefit or change society in a particular way. The nonprofit will be less focused on the profitability of the business, and often operate on the work of volunteers or part-time labor (Hull, 2006). Therefore, the expectations of a stakeholder for a non-profit will be less focused on financial return, and more fixated on the organization’s adherence to the charter and fruitfulness to society.

In both nonprofit and for-profit organizations, attention to the stakeholders is important to sustaining the cash flows of the organization. Although the stakeholders of a for-profit business may be demanding in their expectation of financial gain, this may be a more simplistic goal for an organization to pursue as it is faced with decisions and hurdles (Hull, 2006). For the nonprofit organization, the measure of success may be more complex and harder to quantify (Hull, 2006). Therefore, a heightened understanding and deeper level of communication may be necessary between organizational members and the shareholders.

 

Chapter 2: How might a company’s goals for employee development be related to its goals for innovation and change? How might a company's goals for employee development be related to its goals for productivity? Explain the ways that these types of goals may conflict in an organization?

Employee development is the furtherance of the skills, capabilities, and responsibilities through focused training and dedicated experience. Employee development is necessary to improve the capabilities, efficiency, and potential growth of the company. As the landscape of business and level of market competition expands, business must remain flexible and ready to meet the changing demands of the customer base (Daft, 2021). Therefore, employee development is necessary for the workforce to adapt with the evolving market and thrive with new innovations and value propositions (Daft, 2021). Likewise, a workforce that is prepared and involved in the future direction of the company will result in higher motivation for success.

Likewise, employee development is also necessary for the efficiency and productivity of the company. With any role in a business, there is a learning curve in which the employee must gain a mastery of the task at hand (Morris, 2018). When the employee is able to replicate that task at an expert level, increased output and productivity is achieved by the corporation (Daft, 2021). Higher productivity is often related to lower costs and higher profitability. Therefore, a company focused on efficiency may invest heavily on the development of its workforce in an effort to achieve the most efficient and cost-effective labor possible (Morris, 2018).

Although employee development is a key factor for any organization, the motivation and means for developing the workforce may differ greatly depending on the strategy of the business and role of the employee (Morris, 2018). For example, developing an employee’s capabilities to innovate and adapt to market forces may hinder his or her ability to gain mastery of the task or role (Morris, 2018). Oppositely, enhanced training on productivity and procedures may limit another employee’s capability to adapt to the market forces or solve common problems in his or her scope of work. This is why many organizations have R&D departments that are separate from the rest of the workforce and skilled labor (Morris, 2018). Ultimately, the business must recognize which ways of employee development is most suitable foreach role within the company.

 

Chapter 2: Suppose you have been asked to evaluate the effectiveness of the police department in a medium-sized community. Where would you begin? How would you proceed? What effectiveness approach would you prefer?

A police department is an organization that is not focused on profitability, but by its benefit to the society. However, there are many stakeholders within the society that are impacted by the operations of the police department. The police officers, government officials, and citizens are all stakeholders of the police department and may have varied criteria to measure the success of the organization. Therefore, the strategic constituents approach will be the best way measure the effectiveness of the police department (Daft, 2021). The satisfaction of all parties involved are important to the future operations and sustainability of the department, as voters elect government officials that direct many of the police initiatives (Daft, 2021).

Using the strategic constituents approach, a survey of the varied stakeholders must be completed to determine what each group values and how the police department is meeting fulfilling those values (Daft, 2021). The insights gained from the survey would show which groups are most satisfied and most dissatisfied with the police department (Daft, 2021). The level of satisfaction can be quantified and used as the indicator for the overall success of the organization. Finally, this data can be utilized to pinpoint the department’s success and identify the areas in which the department must adapt (Daft, 2021).

 

Chapter 3: What types of organizational activities do you believe are most likely to be outsourced? What types are least likely?

Outsourcing is a key component of many businesses and organizations today. It is often used to cut costs and increase profitability for corporations that wish to maximize the earnings (Tauqeer, 2019). However, business leaders must understand how they can utilize outsourcing most effectively to ensure that the financial and operational mission is pursued and met. In most cases, the areas of business that are most likely to be outsourced are the areas of the business that are most easily standardizable and most removed from areas that produce the competitive advantages of the company (Daft, 2021). Many for-profit businesses maintain a focus on their value proposition and have operations and people in place to facilitate that competitive advantage (Tauqeer, 2019). So, the areas of the business that are standard throughout the industry and can be easily replicated are the most likely to be outsourced (Tauqeer, 2019). This could be distribution, marketing, client relations, assembly, or another operational need for the business that is not closely tied to the unique benefit the business provides to its customers (Tauqeer, 2019).

 

How can/should a biblical worldview be applied?

Proverbs 27: 23-24 says, “Know well the condition of your flocks, and give attention to your herds, for riches do not last forever; and does a crown endure to all generations?” This is one passage in which the Bible stresses the importance organization and structure. Although leaders today are tending to their organizations and businesses rather than flocks of sheep, there is still an approach to management that the Bible shows as wise. It teaches careful planning and knowledge of the subject, diligence and mastery of the craft at hand, and preparation for times of struggle or misfortune.

References

Darwin, C. (2017). Building a learning organization. Knowledge Solutions, 57.     

Smircich, L. (2017). Concepts of culture and organizational analysis. The Anthropology of Organisations, 255-274.

Hull, C. E., & Lio, B. H. (2006). Innovation in non-profit and for-profit organizations: Visionary, strategic, and financial considerations. Journal of change management, 6(1), 53-65.

Morris, D. M. (2018). Innovation and productivity among heterogeneous firms. Research policy, 47(10), 1918-1932.

Daft, R. L. (2021). Organization theory & design (13th ed.). Boston, MA: Cengage Learning. ISBN: 9780357445143.

Tauqeer, M. A., & Bang, K. E. (2019). Outsourcing business activities: A decision tree for systematic evaluation. In Proceedings of the International Conference on Industrial Engineering and Operations Management. July.